Behrouz Zarei, Flora Amanati and Kasra Amanati
The purpose of this paper is to investigate the effect of privatization on corporate entrepreneurship in Telecommunication Company of Iran (TCI). The study examines the five…
Abstract
Purpose
The purpose of this paper is to investigate the effect of privatization on corporate entrepreneurship in Telecommunication Company of Iran (TCI). The study examines the five dimensions of entrepreneurial orientation including innovativeness, risk taking, proactiveness, competitive aggressiveness and autonomy, before and after privatization.
Design/methodology/approach
Using a “descriptive-survey” method, the required data were collected from a sample of 32 senior and middle managers with over ten years of management and work experience, who were project team members for business transformation working in TCI before and after privatization.
Findings
The results show that after privatization, the company acts more entrepreneurially. The most considerable dimension is its aggressive competition through entering competitive markets and increasing risk taking to develop new services, products and processes.
Originality/value
Although many studies have been performed on privatization and entrepreneurship in the past, to the best of the authors’ knowledge, the effect of privatization on every dimension of entrepreneurial orientation has not been investigated in a large company.
Details
Keywords
Nastaran Hajiheydari and Behrouz Zarei
Considering the significant necessity of organization's conformity with environmental changes and also the importance of predicting the result of managerial decisions, this…
Abstract
Purpose
Considering the significant necessity of organization's conformity with environmental changes and also the importance of predicting the result of managerial decisions, this research has been accomplished with the purpose of designing a dynamic business model. In today's ever changing business environment, the simulation of different decision making scenarios is obligatory for managers in order to create the possibility of studying the effects of decision results on business model (BM) components, interrelation of component and total benefits in an organization. Therefore, the purpose of this paper is to take advantage of the dynamic system approach as an operational, quantitative and flexible approach for business model simulation.
Design/methodology/approach
Based on this purpose, related literature was thoroughly reviewed and proportionate with the level of study and research approach, Business Model Ontology (BMO) was chosen. The model designed using the system dynamics approach and its structure was evaluated via expert judgment. In the next step, some scenarios were developed and executed to confirm the behavior of the model and also to evaluate the importance of applying the dynamic approach in business model simulation.
Findings
These results show that decision making for a BM change leads to complexities and dynamic behavior of business components and also other actor reactions which are usually nonlinear and complex. In this regard this paper suggests dynamic simulation utilization to predict and analyze the results.
Originality/value
The system dynamic approach has precedents in business studies; however, this research makes this approach operational in BM design and analysis.